Defining the 21st Century CIO

$0The areas of security and privacy have grown substantially more complex in recent years, necessitating a multidisciplinary approach that requires various groups to work in concert. The CIO has an opportunity to take ownership of the issue, working closely with legal, compliance, HR and other functions, as well as business unit heads. $0$0Indeed, providing leadership in the realm of security and privacy may prove to be the most critical responsibility of the 21st century CIO. No one else has the credibility to bring about systemic, fundamental change. $0$0At its core, security and privacy is a business issue, not a technology issue, and this message must be convincingly delivered to the board and the rest of the C-suite. Corporate leaders must realize that if the company focuses primarily on technology as the solution, progress will be painstaking and setbacks will be numerous. Rather, they must understand that if you look at security and privacy as a business issue, a customer issue, or a stakeholder issue, then consensus, collaboration and solutions will be much easier to come by. $0$0While IT does have significant responsibility for security and privacy, this relates more to enablement than execution. The fact is, technology alone cannot solve the problem. Over the last few years, technology folks have been hindered by a widespread misconception that security and privacy is primarily an IT problem. This is a dangerously limited view. Imagine if similar thinking governed, say, the management of people vis-à-vis the human resources function. At most companies, employment policies and paperwork are handled by HR. But out of logistical necessity, day-to-day supervision, performance evaluations, work assignments, and other responsibilities must be carried out by others. Without the engagement of the full organization, HR simply could not function properly. The same goes for security.$0

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